Blogging on Business Update from Bob Morris (Week of 3/4/13)

 

I hope that at least a few of these recent posts will be of interest to you:

REVIEWS

Innovation as Usual: How to Help Your People Bring Great Ideas to Life
Paddy Miller and Thomas Wedell-Wedellsborg

Finding Keepers: The Monster Guide to Hiring and Holding the World’s Best Employees
Steve Pogorzelski and Jesse Harriott with Doug Hardy

Innovation as Usual: How to Help Your People Bring Great Ideas to Life
Paddy Miller and Thomas Wedell-Wedellsborg

Global Dexterity: How to Adapt Your Behavior Across Cultures without Losing Yourself in the Process
Andy Molinsky

Leadership: A Master Class
Daniel Goleman, Host

Success Under Stress: Powerful Tools for Staying Calm, Confident, and Productive When the Pressure’s On
Sharon Melnick

HBR’s 10 Must Reads on Innovation
Various Contributors with Editors of Harvard Business Review

Spark: The Revolutionary New Science of Exercise and the Brain
John Ratey with Eric Hagerman

BrandingPays: The Five-Step System to Reinvent Your Personal Brand
Karen Kang

The Ghost Map: The Story of London’s Most Terrifying Epidemic–and How It Changed Science, Cities, and the Modern World
Steven Johnson

INTERVIEWS

Kris Duggan (Badgeville) in “The Corner Office”
Adam Bryant
The New York Times

COMMENTARIES

“Business Insights from Abraham Lincoln”
BOB

“7 Secrets to asking effective questions”
Shane Snow
Fast Company

“Pragmatic Pathways to Fundamental, Long-Term Change”
John Hagel II, John Seely Brown, Christopher Gong, Stacey Wang, and Travis Lehman
Deloitte Center for the Edge

“5 ways to use brain science to create persuasive presentations”
Susan Weinschenk
Business Insider

“Big data in the age of the telegraph”
Caitlin Rosenthal
The McKinsey Quarterly

“How to Keep Your Star Employees”
Kasey Wehrum
Inc.

“Focus on the problem, not the person”
Daniel Goleman
LinkedIn

“Narcissism: The problem with ‘bold’ leadership”
Margaret Heffernan
CBS MoneyWatch

“12 Ways to Be the Leader Everyone Wants to Work For
Jeff Schmitt
Forbes

“One Man, One Computer, 10 Million Students: How Khan Academy Is Reinventing Education”
Michael Noer
Forbes

“Embrace Work-Life Imbalance”
Tomas Chamorro-Premuzic
HBR

“Global Tilt and the Dexterity That Cross-Cultural Management Now Requires
From Global Tilt: Leading Your Business Through the Great Economic Power Shift
Ram Charan

* * *

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Leadership: A Master Class with Daniel Goleman

Leadership: A Master Class
Daniel Goleman, Host
More Than Sound

A “must have” wealth of resources

Years ago, I began to recommend books that I thought should be added to what is, in effect, an in-house business library that almost any organization should have, whatever its size and nature would be. In recent years, with the rapid and extensive emergence of electronic devices as well as CDs and then DVDs that feature business thought leaders, I am especially alert to additions to be re commended to the aforementioned in-house business library. Leadership: A Master Class is what I would characterize as a “must have” wealth of resources. It consists of interviews conducted by Daniel Goleman of Daniel Siegel, (“The Leader’s Mind”), Warren Bennis (“The Socially Intelligent Leader”), Erica Ariel Fox (Getting Beyond Yes”), Claudio Fernández-Aráoz (“Talent Strategy”), Bill George (“Authentic Leadership”), Teresa Amabile (“Create to Innovate”), Howard Gardner (“Today’s Leadership Imperative”), and George Kohlrieser (“High Performance Leadership”). A bonus interview of Peter Senge is included.

Each of the interviews is in fact a lively as well as thoughtful and thought-provoking conversation, about an hour in length and co-produced by Mobius Executive Leadership and More Than Sound. As I watched each, I felt as if I were in a home and observing two brilliant people share their thoughts and feelings about important subjects of mutual interest. Goleman explains, “I developed Leadership: A Master Class to provide cutting edge insights into today’s management best practices and EI [emotional intelligence] research from world-class thought leaders. The masters in this series have decades of experience and proven track records of success in leadership, organizational research, psychology, negotiation, senior hiring, and more. This ground breaking series allows individuals and organizations alike access to top-level training from some of the brightest minds in the business world.”

Goleman makes an especially important point: This set of DVDs offers a wealth of information, insights, and counsel that individual executives (both leaders and those who aspire to be) cannot obtain from another single source. In the ideal business school, these ten (including Goleman and Senge) would be members of its faculty. Think of the set as a source for nine lengthy informal but rigorous discussions of leadership issues that are most relevant to a current and imminent global business world within which turbulent change is the only constant. So I urge both individuals and organizations to purchase and then make frequent and effective use of the material.

Briefly:

o Daniel Goleman is the author of the international bestsellers Emotional Intelligence, Working with Emotional Intelligence, and Social Intelligence, and the co-author of the acclaimed business bestseller Primal Leadership. He was a science reporter for the New York Times, was twice nominated for the Pulitzer Prize, and received the American Psychological Association’s Lifetime Achievement Award for his media writing. His latest book is The Brain and Emotional Intelligence: New Insights. He lives in the Berkshires.

o Daniel J. Siegel is clinical professor of psychiatry at the UCLA School of Medicine, and the Executive Director of the Mindsight Institute.

o Warren Bennis is a pioneer of the contemporary field of Leadership studies, university professor and founding chairman of the Leadership Institute at the University of Southern California.

o Erica Ariel Fox is lecturer on Law at Harvard Law School, and part of the internationally acclaimed Program on Negotiation at Harvard Law School (PON).

o Claudio Fernández-Aráoz is a top global expert on hiring and promotion decisions, and senior adviser of the leading executive search firm Egon Zehnder International.

o Bill George is a professor of management practice at Harvard Business School, and former chairman and chief executive officer of Medtronic.

o Howard Gardner is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education, and was named one of the 100 most influential public intellectuals in the world.

o Teresa Amabile is the Edsel Bryant Ford Professor of Business Administration and director of research in the Entrepreneurial Management Unit at Harvard Business School.

o George Kohlrieser is professor of Leadership and Organizational Behaviour at IMD, and author of the internationally bestselling book, Hostage At The Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance.

o Peter Senge is Senior Lecturer in Leadership and Sustainability at the MIT Sloan School of Management.

They await the opportunity to share with you their thoughts and feelings about major subjects that will become even more important in months and years to come.

Blogging on Business Update from Bob Morris (Week of 2/11/13)

I hope that at least a few of these recent posts will be of interest to you:

BOOK REVIEWS

Playing to Win: How Strategy Really Works
A.G. Lafley and Roger Martin

Organizing Genius: The Secrets of Creative Collaboration
Warren Bennis and Patricia Ward Biederman

Leadership: The Power of Emotional Intelligence: Selected Writings
Daniel Goleman

Conscious Capitalism: Liberating the Heroic Spirit of Business
John Mackey and Raj Sisodia

Decide & Deliver: Five Steps to Breakthrough Performance in Your Organization
Marcia W. Blenko, Michael C. Mankins, and Paul Rogers

The Art of Explanation: Making Your Ideas, Products, and Services Easier to Understand
Lee LeFever

Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance
George Kohlrieser

The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results
Calhoun W. Wick, Roy V. H. Pollock, Andy Jefferson, and Richard Flanagan

INTERVIEWS

Daniel T. Hendrix (Interface Inc.) in “The Corner Office”
Adam Bryant
The New York Times

“Getting into your customers’ heads: An interview with Bryan Neider (Electronic Arts Labels)”
Krish Krishnakanthan
The McKinsey Quarterly

“UNDERSTANDING IS A POOR SUBSTITUTE FOR CONVEXITY (ANTIFRAGILITY): A Conversation with Nassim Nicholas Taleb“
John Brockman
Edge

David Goldsmith: An interview by Bob Morris, Part 1

“Reality Principles: An Interview with John R. Searle“
Steven R. Postrel and Edward Feser
reason.com

COMMENTARIES

“Exceptional Colorized Photos”
BOB

“5 ways to find your team’s hidden talents”
Laura Vanderkam
CBS MoneyWatch

“The History of Valentine’s Day: Now you know….”
Katie Straw
GourmetGiftbaskets.com

“What A Players Bring to the Table”
Michael Mankins, Alan Bird, and James Root
HBR

“Why Innovators Love Constraints”
Whitney Johnson
HBR

“Top 10 Philosophical One Liners”
LordZB
Listverse

“Don’t Let Strategy Become Planning”
Roger Martin
HBR

“Six social-media skills every leader needs”
Roland Deiser and Sylvain Newton
The McKinsey Quarterly

* * *

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Leadership: The Power of Emotional Intelligence, a book review by Bob Morris

Leadership: The Power of Emotional Intelligence: Selected Writings
Daniel Goleman
More Than Sound (2011)

How leaders can “help people to get and stay in the brain zone [flow] where they can work at their Best”

What we have in this volume are nine essays, accompanied by an Appendix in which Goleman briefly shares new insights with regard to several leadership competencies previously discussed in one of his books, Primal Leadership (March 15, 2002): self-awareness, self-management, social awareness, and relationship management. Whatever their size and nature may be, all organizations need leadership at all levels and in all areas. If viewed as “gardeners,” C-level executives should have a “green thumb” that enables them to “grow” leaders for all those levels and areas of the given “garden.” The aforementioned core competencies will provide a framework for that immensely important process.

As I completed my reading of this book, I was again reminded of my favorite passage in Lao-Tzu’s Tao Te Ching:

“Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves.”

Therein lies the power of emotional intelligence and anyone is capable of developing it and then continuously strengthening it. For those preparing for a career in business or have only recently embarked on, and who aspire to become leaders, this book is a “must read” — as is its companion volume, The Brain and Emotional Intelligence, both published by More Than Sound (2011). I also highly recommend the aforementioned Primal Leadership as well as LEADERSHIP: A Master Class, a set of nine DVDs which provide Daniel Goleman’s one-on-one conversations with several “masters” of thought leadership: Daniel J. Siegel (“The Leader’s Mind”), Warren Bennis (The Socially Intelligent Leader”), Erica Ariel Fox (“Getting Beyond Yes”), Claudio Fernández-Aråoz (“Talent Strategy”), Bill George (“Authentic Leadership”), Teresa Amabile (“Create to Innovate”), Howard Gardner (“Today’s Leadership Imperative”), and George Kohlrieser (“High Performance Leadership”).

Blogging on Business Update from Bob Morris (Week of 1/28/13)

 

I hope that at least a few of these recent posts will be of interest to you:

BOOK/CD REVIEWS

Executive Toughness: The Mental-Training Program to Increase Your Leadership Performance
Jason Selk

The Art of Doing: How Superachievers Do What They Do and How They Do It So Well
Camille Sweeney and Josh Gosfield

Leadership: The Power of Emotional Intelligence: Selected Writings
Daniel Goleman

a fine line: how design strategies are shaping the future of business
Hartmut Esslinger

Resonant Leadership: Inspiring Others Through Emotional Intelligence (CD)
Richard Boyatzis

INTERVIEWS

Terry Leahy (Tesco) in “The Corner Office”
Adam Bryant
The New York Times

Whole Foods CEO John Mackey‘s advice for entrepreneurs
Rebecca Jarvis
CBS MoneyWatch

THE NORMAL WELL-TEMPERED MIND: A Conversation with Daniel C. Dennett
with John Brockman
Edge

Kevin Cashman: An interview by Bob Morris

Simon Pont: An interview by Bob Morris

COMMENTARIES

“Why the Publishing Industry Isn’t Doomed: Readers’ Control In the Future of Reading”
Baratunde Thurston
Fast Company

“How To Make Your Employees Happier”
Anne Creamer
Fast Company

“Five of Steve Jobs’s Biggest Mistakes”
Peter Sims
HBR

“The Narcissistic Leader: Not as Good as He (Or You) May Think”
Maria Konnokova

“Leadership lessons from the Royal Navy”
Andrew St. George
The McKinsey Quarterly

“10 Creative Block Breakers That Actually Work”
Susan K. Perry
Psychology Today

“Several of the Major Business Challenges to Be Faced in 2013″
Gerard J. Tellis

“Preparing for a new era of work”
Susan Lund, James Manyika, and Sree Ramaswamy
The McKinsey Quarterly

“My Favorite Quotations About Women: Part 2″
BOB

“This Explains Everything: 192 Thinkers on the Most Elegant Theory of How the World Works”
Maria Popova
Brain Pickings

“Who says it’s a man’s world?”
Emily Bennington
from Who Says It’s a Man’s World?

“The 5 rules of happy employees”
Lydia Dishman
from It’s Always Personal

“How simple ideas lead to scientific discoveries”
Adam Savage
TED

* * *

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Leadership: The Power of Emotional Intelligence, a book review by Bob Morris

Leadership: The Power of Emotional Intelligence: Selected Writings
Daniel Goleman
More Than Sound (2011)

How leaders can “help people to get and stay in the brain zone [flow] where they can work at their Best”

What we have in this volume are nine essays, accompanied by an Appendix in which Goleman briefly shares new insights with regard to several leadership competencies previously discussed in one of his books, Primal Leadership (March 15, 2002): self-awareness, self-management, social awareness, and relationship management. Whatever their size and nature may be, all organizations need leadership at all levels and in all areas. If viewed as “gardeners,” C-level executives should have a “green thumb” that enables them to “grow” leaders for all those levels and areas of the given “garden.” The aforementioned core competencies will provide a framework for that immensely important process.

As I completed my reading of this book, I was again reminded of my favorite passage in Lao-Tzu’s Tao Te Ching:

“Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves.”

Therein lies the power of emotional intelligence and anyone is capable of developing it and then continuously strengthening it. For those preparing for a career in business or have only recently embarked on, and who aspire to become leaders, this book is a “must read” — as is its companion volume, The Brain and Emotional Intelligence, both published by More Than Sound (2011). I also highly recommend the aforementioned Primal Leadership as well as LEADERSHIP: A Master Class, a set of nine DVDs which provide Daniel Goleman’s one-on-one conversations with several “masters” of thought leadership: Daniel J. Siegel (“The Leader’s Mind”), Warren Bennis (The Socially Intelligent Leader”), Erica Ariel Fox (“Getting Beyond Yes”), Claudio Fernández-Aråoz (“Talent Strategy”), Bill George (“Authentic Leadership”), Teresa Amabile (“Create to Innovate”), Howard Gardner (“Today’s Leadership Imperative”), and George Kohlrieser (“High Performance Leadership”).

Blogging on Business Update from Bob Morris (Week of 1/21/13)

I hope that at least a few of these recent posts will be of interest to you:

BOOK REVIEWS

The Master and His Emissary: The Divided Brain and the Making of the Western World
Iain McGilchrist

Mastermind: How to Think Like Sherlock Holmes
Maria Konnikova

The Fourth Great Awakening & the Future of Egalitarianism
Robert William Fogel

Setting the Table: The Transforming Power of Hospitality in Business
Danny Meyer

The Talent Masters: Why Smart Leaders Put People Before Numbers
Bill Conaty and Ram Charan

The Balanced Scorecard: Translating Strategy into Action
Robert S. Kaplan and David P. Norton

INTERVIEWS

Victoria Ransom (Wildfire) in “The Corner Office”
Adam Bryant
The New York Times

Making internal collaboration work: An interview with Don Tapscott
Rik Kirkland
The McKinsey Quarterly

Frank Luntz on the FRONTLINE
PBS

Mel Brooks: “Unhinged” and Loving It
Renee Montagne
NPR

An interview with the COO of Electronic Arts Labels: Bryan Neider
Krish Krishnakanthan
The McKinsey Quarterly

COMMENTARIES

“How to Find Your Flow”
Daniel Goleman
LinkedIn

“How To Make Your Employees Happier”
Anne Creamer
Fast Company

“My Favorite Quotations About Women: Part 1″
BOB

“Peter Thiel’s Extreme Philosophy of Focus and Prioritization”
Walter Chen
BusinessInsider

“What entrepreneurs can learn from artists”
Tim Leberecht
CNNMoney

“Solitude and Leadership”
William Deresiewicz
The American Scholar

“The Catch-22 of Being a Female Boss”
Karen Firestone
HBR

“Guardians of the Fairy Tale: The Brothers Grimm”
Thomas O’Neil
National Geographic Society

“How to Create Rituals to Get More and Better Work Done”
Management Tip of the Day
HBR

“Why saying NO is so easy””
Josh Linkner

“The 6 Most Frequently Quoted Brain Facts (That Are Total BS)”
J.N. Chaney
Cracked.com

“Why do only long-term, high-impact books become business classics?”
BOB

“What makes a great leader?
Daniel Goleman
HBR

* * *

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Daniel Goleman on “How to Find Your Flow”

Here is a brief excerpt from an article written by Daniel Goleman and featured by LinkedIn.

* * *

Where we want to be on the Yerkes-Dodson arc is the zone of optimal performance, known as “flow” in the research of Mihaly Csikszentmihalyi [pronounced cheek-sent-me-high-uh] at the University of Chicago. Flow represents a peak of self-regulation, the maximal harnessing of emotions in the service of performance or learning. In flow we channel positive emotions in an energized pursuit of the task at hand. Our focus is undistracted, and we feel a spontaneous joy, even rapture.

[Note: To watch the video of Csikszentmihalyi's TED presentation, please click here.]

The flow concept emerged from research where people were asked to describe a time they outdid themselves and achieved their personal best. People described moments from a wide range of domains of expertise, from basketball and ballet to chess and brain surgery. And no matter the specifics, the underlying state they described was one and the same.

The chief characteristics of flow include rapt, unbreakable concentration; a nimble flexibility in responding to changing challenges; executing at the top of your skill level; and taking pleasure in what you’re doing – joy. That last hallmark strongly suggests that if brain scans were done of people while in flow we might expect to see notable left prefrontal activation; if brain chemistry were assayed, we would likely find higher levels of mood and performance enhancing compounds like dopamine.

This optimal performance zone has been called a state of neural harmony where the disparate areas of the brain are in synch, working together. This is also seen as a state of maximum cognitive efficiency. Getting into flow lets you use whatever talent you may have at peak levels.

People who have mastered a domain of expertise and who operate at the top of their game typically have practiced a minimum of 10,000 hours – and are often world class in their performance. Tellingly, when such experts are engaged in their skill, whatever it may be, their overall levels of brain arousal tend to become lower, suggesting that for them this particular activity has become relatively effortless, even at its peak.

* * *

To read the complete article, please click here.

Daniel Goleman is the author of the international bestsellers Emotional Intelligence, Working with Emotional Intelligence, and Social Intelligence, and the co-author of the acclaimed business bestseller Primal Leadership. He was a science reporter for the New York Times, was twice nominated for the Pulitzer Prize, and received the American Psychological Association’s Lifetime Achievement Award for his media writing. Learn more about the latest research on emotional intelligence in Dan’s latest book, The Brain and Emotional Intelligence: New Insights. He lives in the Berkshires.

Blogging on Business Update from Bob Morris (Week of 1/7/13)

BOOK REVIEWS

Likeable Social Media: How to Delight Your Customers, Create an Irresistible Brand, and Be Generally Amazing
Dave Kerpen

Taking Flight! Master the DISC Styles to Transform Your Career, Your Relationships…Your Life
Merrick Rosenberg and Daniel Silvert

Infectious: How to Connect Deeply and Unleash the Energetic Leader Within
Achim Nowak

Your Best Just Got Better: Work Smarter, Think Bigger, Make More
Jason W. Womack

Chasing Stars: The Myth of Talent and the Portability of Performance
Boris Groysberg

INTERVIEWS

Dinesh C. Paliwal (Harman International Industries) in “The Corner Office”
Adam Bryant
The New York Times

LEADERSHIP: A Master Class
Daniel Goleman, Host

Joey Reiman: Part 2 of an interview
Bob Morris

Marty Neumeier, The Second Interview (Part 2)
Bob Morris

Todd L. Pittinsky
Bob Morris

COMMENTARIES

“How to achieve large-scale transformation in a series of smaller pragmatic steps”
probably co-authored by John Hagel III, John Seely Brown, and Lang Davison
Deloitte’s Center for the Edge

“How to formulate a ‘balanced scorecard’”?
BOB

“The Crucible in the Middle”
Kris Routch
Talent Management

“Good and Bad ‘Multipliers’ in the Workplace Environment
Liz Wiseman on
from Multipliers, written with Greg McKeown,

“Managing conflict”
Jason Fried
Inc.

“How to Keep Top Talent”
from Top Talent: Keeping Performance Up When Business Is Down
Sylvia Ann Hewett

“How to Write a Novel [or Almost Anything Else] Using the Snowflake Method”
Maryelser Kinmore
eHow

“The Competing Black Swans of Sustainability”
Andrew Winston
HBR

“4 Big Reasons Why Your Resolutions Will Fail”
Josh Linkner

* * *

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Empathetic Marketing: A book review by Bob Morris

Empathetic Marketing: How to Satisfy the 6 Core Emotional Needs of Your Customers
Mark Ingwer
Palgrave Macmillan (2012)

How and why emotions and resulting behaviors are the foundation for satisfying complex psychological needs

I was curious to know when someone would combine insights from several quite different concepts and write a book such as this one. For example, from Robert Greenleaf’s essay, The Servant as Leader, the development of the concept of emotional intelligence (Charles Darwin, E.L. Thorndyke, David Wechsler, and most recently Daniel Goleman), and Howard Gardner’s research on multiple intelligences (notably his book, Frames of Mind). Well, without drawing upon these specific sources, Mark Ingwer has written that book and it is brilliant.

In essence, marketing creates or increases demand for whatever is offered. It could be a smart phone but it could also be a political platform or membership in a professional association or support of a non-profit, tax-exempt organization. Now we have a definitive guide to a unique marketing methodology. That is Ingwer’s singular achievement. As he explains, in order to satisfy “the 6 core emotional needs” of current prospective customers, one must understand those needs and be convinced that it is a privilege to serve them; also, one must possess emotional intelligence as well as highly developed reasoning skills because, as Ingwer explains, “emotions and ruling behaviors are the foundation for satisfying complex psychological needs. Our individual well-being – self-esteem, success, relationships, and happiness – is a result of our meeting emotional needs. An individual’s needs are satisfied when he or she is connected meaningfully to others, and through these connections comes to find his or her own unique value and identity. It is a ceaseless, evolving, lifelong endeavor.”

Ingwer devotes a separate chapter to each of the six “core emotional needs” (i.e. control, self-expression, growth, recognition, belonging, and care) and explains with rigor and clarity how and why needs-based marketing initiatives must accommodate, indeed nourish human emotions as well as deliver a convincing, indeed compelling “message.” Long ago in his poem Song of Myself, Walt Whitman asserted, I am large/I contain multitudes.” Marketers would be well-advised to keep Whitman’s comment in mind. According to Ingwer, “The motivation and emotion behind our quest for needs satisfaction and identify fulfillment all too often are not always consciously available to us.” True, but they are certainly available to empathic marketers such as Steve Jobs who realized long before anyone else did how appealing and personally (as well as functionally) fulfilling various iProducts would be.

Here are some of the most important subjects for which Ingwer provides information, insights, and counsel:

o The frequently hidden (or at least unrecognized) human needs that drive purchase decisions
o What the Needs Continuum is and why it should be coordinated with a psychological perspective
o How best to empathize with consumers’ core needs for control, self-expression, growth, recognition, belonging, and care
o A few core guidelines for how companies can take an empathetic approach to marketing

As indicated earlier, with all due respect to this brilliant book, all of the opportunities that await empathetic marketing initiatives as well as everything that Mark Ingwer recommends to take full advantage of those opportunities mean nothing unless and until an organization has people at all levels and in all areas who are – literally – servant leaders, who possess or are in the process of developing emotional intelligence, and who consider it a privilege to satisfy the core emotional needs of everyone with whom they are associated.

I presume to add a footnote: With only minor modifications, all of the principles that Mark Ingwer introduces would also be appropriate for improving the communication skills — especially persuasion — of those who interact with others within and beyond their workplace.